Peer-Reviewed Journal Details
Mandatory Fields
Raziq, MM,Benito, GRG,Igoe, J
2020
August
German Journal Of Human Resource Management-Zeitschrift Fur Personalforschung
Subsidiary country managers and subsidiary development: Upper echelons and resource-based perspectives
Published
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Optional Fields
New Zealand resource-based view resource-dependence theory subsidiary country manager subsidiary development upper echelons theory REVERSE KNOWLEDGE TRANSFER FOREIGN-OWNED SUBSIDIARIES RESEARCH-AND-DEVELOPMENT MULTINATIONAL-CORPORATIONS ECONOMIC-INTEGRATION INITIATIVE-TAKING DUAL EMBEDDEDNESS ROLES PERFORMANCE EVOLUTION
34
291
323
This article examines the relationship between subsidiary country manager-level factors and subsidiary development. As existing research on subsidiaries in multinational enterprises has focused on the organizational level, thus overlooking the individual level, it offers little insight regarding the role and importance of country managers for subsidiaries. Drawing upon upper echelons theory, resource-dependence theory, and the resource-based view, we argue that subsidiary development is contingent on country manager characteristics, and that country manager assignments are less likely when the host country is perceived as being of limited strategic importance to the multinational enterprise. Survey data from 429 foreign-owned subsidiaries in New Zealand provide support for our hypotheses. We derive some theoretical and managerial implications based on the findings.
10.1177/2397002219898184
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